Negotiation and Conflict Resolution (Part II) Chapter 6

Project Build-up Conflict in project priorities, schedules, administrative procedures Project moves from general concept to detailed plans Strong matrix – PM seeks commitment of people from functional department Weak matrix – PM seeks commitment of work

Project Build-up Conflict over technical issues Technical expert vs. generalist

Main Program Conflict in schedule Actual work is under way Get schedule back on track to avoid delay Catching up require extra resources Difficult to trace and estimate the impact of delay Manage time/cost/performance trade-offs trade-offs constrained by contract, company policy and ethical considerations

Main Program Technical conflicts Conflict during project interfaces – complex projects Manage interfaces and correct incompatibilities

Project Phase-out Schedule – major conflict Schedule slippage, project with firm deadlines PM, project group and functional departments band together to complete project Tolerate moderate cost overrun Technical problems are rare

Project Phase-out Personality conflict – interpersonal stress caused by pressure to complete the project Anxiety of leaving the project – future Distribution of project’s capital equipment Project phasing out and new one Ability to reduce and resolve conflict Style of negotiation

Requirements and Principles of Negotiation

Issues How results will be achieved, by whom, when and at what cost Allow conflicts to be settled Negotiation foster honesty between negotiators Satisfy needs of all parties

Negotiation Technique Separate people from the problem Focus on interests, not position Before trying to reach agreement, invent options for mutual gain Insist on using objective criteria